Arminas created this using Juggernaut Xl model and QR Code Monster SDXL ControlNet.
His pipeline: Static Images – Forge UI. Upscaled with Leonardo AI universal upscaler. Animated with Runway ML and Minimax. Video upscale – Topaz Video AI. Composited in Adobe Premiere.
o3-mini does not support vision capabilities, so developers should continue using OpenAI o1 for visual reasoning tasks.
ChatGPT Plus, Team, and Pro users can access OpenAI o3-mini starting today, with Enterprise access coming in February. o3-mini will replace OpenAI o1-mini in the model picker, offering higher rate limits and lower latency, making it a compelling choice for coding, STEM, and logical problem-solving tasks.
As part of this upgrade, we’re tripling the rate limit for Plus and Team users from 50 messages per day with o1-mini to 150 messages per day with o3-mini.
Starting today, free plan users can also try OpenAI o3-mini by selecting ‘Reason’ in the message composer or by regenerating a response. This marks the first time a reasoning model has been made available to free users in ChatGPT.
Building a successful business requires a focus on three key elements: product excellence, go-to-market strategy, and operational excellence. Neglecting any of these areas can lead to failure, as evidenced by the high percentage of startups that don’t make it past the five-year mark. Founders and CEOs must ensure a solid product foundation while also integrating effective sales, marketing, and management strategies to achieve sustainable growth and scale.
Foundation: Product Excellence, Core Values and Mission
Core Values: These are the guiding principles that dictate behavior and action within the company. They form the ethical foundation and are crucial for maintaining consistency in decision-making.
Mission: This defines the company’s purpose and goals. A clear and compelling mission helps align the team and provides a sense of direction.
Efficiency and Scalability: This layer focuses on creating efficient processes that can scale as the company grows. Streamlined operations reduce costs and increase productivity.
Structure: Operational Excellence and Innovation
Operational Excellence: Efficient processes, quality control, and continuous improvement fall into this layer. Ensuring that the company operates smoothly and effectively is crucial for sustainability.
Innovation: Staying competitive requires innovation. This involves developing new products, services, or processes that add value and keep the company relevant in the market.
Quality Control and Continuous Improvement: Ensuring that operational processes are of high quality and constantly improving helps maintain product excellence and customer satisfaction.
Technology and Infrastructure: Investing in the right technology and infrastructure to support business operations is vital. This includes everything from manufacturing equipment to software systems that enhance operational efficiency.
Strategy: Go-to-Market Strategy, Vision and Long-Term Planning
Vision: A forward-looking vision inspires and motivates the team. It outlines where the company aims to be in the future and helps in setting long-term goals.
Strategic Planning: This involves setting long-term goals and determining the actions and resources needed to achieve them. It includes market analysis, competitive strategy, and growth planning.
Market Understanding: A deep understanding of the target market, including customer segments, competitors, and market trends, is essential. This knowledge helps in positioning the product effectively.
Marketing and Sales Execution: This involves creating a robust marketing plan that includes branding, messaging, and advertising strategies to attract and retain customers. Additionally, building a strong sales strategy ensures that the product reaches the right customers through the right channels.
Customer Acquisition and Retention: Effective strategies for acquiring new customers and retaining existing ones are critical. This includes loyalty programs, customer service excellence, and engagement initiatives.
